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People Management
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Remote Teams: Managing Attitudes, Not Activity

January 20, 2016 • STRATEGY & MANAGEMENT, Global Business, People Management, Team ManagmentComments (1)

By Drew Gurley Managing remote teams is tricky. If attitude is the icing, function is the cake. In this article, Drew Gurley discusses why we should manage attitudes within remote teams and not their activities.   You might also like: Breaking the Mould! A New Business Model for the 21st Century What’s Your Superpower? Organisational …

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Whither Talent?

November 20, 2015 • STRATEGY & MANAGEMENT, People Management, Team ManagmentComments (0)

By Adrian Furnham To what end can talent be defined, sought out and developed? In this article Andrew Furnham discusses the different ideas of what makes a talented individual in the world of business, and how to “manage talent” within an organisation.  

Strategising to Win On the Global Playing Field: Making Real Strategic Choices in People Operations

September 17, 2015 • STRATEGY & MANAGEMENT, Global Business, People Management, Editors' Pick, Strategic Spotlight, TransformationComments (0)

By Bart Tkaczyk Attract the best people. Own shares either in good ships, or in none at all. Make your ship attractive, then good people will join it and it will be well manned.– from The Vikings’ Guide to Good Business: On How to Do Business Overseas and

5 Myths about Employee Learning

September 17, 2015 • LEADERSHIP, STRATEGY & MANAGEMENT, MBAs & Executive Education, People Management, Team ManagmentComments (0)

Here are some common misperceptions about corporate education— and how to get beyond them. Under what circumstances do organizations embrace a learning culture? You might also like: Breaking the Mould! A New Business Model for the 21st Century What’s Your

Careering Off Track: The New World of Work

September 17, 2015 • STRATEGY & MANAGEMENT, Global Business, People Management, Editors' Pick, Emerging Ideas, EntrepreneurshipComments (0)

By Adrian Furnham Today, the idea of a ‘job for life’ is, for many people, neither possible nor desirable.  The concept of the career has, and will continue to change. The old career contract with the organisation is less relevant, the new contract is

Talent Management 2.0: Transformation Powered By People

July 20, 2015 • STRATEGY & MANAGEMENT, OPERATION, People Management, Business Process, Editors' Pick, Strategic SpotlightComments (0)

By Amber Román and Richard Lynch In “Moving Beyond the Anecdotal: What Will It Take To Create Your Digital 2.0 Business Model,” we discussed our belief that everything begins and ends with people. Your organisation should focus on things you can control.

Are You – And Your Company – Prepared For The Future Of Work In Tomorrowland?

July 20, 2015 • STRATEGY & MANAGEMENT, INNOVATION, People Management, Editors' PickComments (0)

Assessing Your Level Of Preparedness In 10 Key Domains1 By Simon L. Dolan, Alex Makarevich and Kristine Marin Kawamura This article describes 10 key dimensions that executives may use to assess their preparedness for work in Tomorrowland. It offers insightful

Unlocking Leaders’ Potential

July 20, 2015 • LEADERSHIP, SPECIAL FEATURES, Coaching, People Management, Leadership DevelopmentComments (0)

CareSource, one of the largest public sector managed care companies in the United States partners with ICF (International Coaching Federation) to deliver Leadership Transition Coaching (LTC) to CareSource executive team.   You might also like: Turning

Keys to Manage Human Resources – Rules of Thumb: Part 2

July 20, 2015 • STRATEGY & MANAGEMENT, People Management, Team ManagmentComments (0)

By Guido Stein, Ángel Cervantes and Marta Cuadrado This article, which is in two parts, aims to acquaint readers with the main personnel management policies found in enterprises. It is intended not to be exhaustive but to serve as a reference for managers in

Keys to Manage Human Resources – Rules of Thumb: Part 1

May 22, 2015 • People Management, Team ManagmentComments (0)

By Guido Stein, Ángel Cervantes and Marta Cuadrado This article, which is in two parts, aims to acquaint readers with the main personnel management policies found in enterprises. It is intended not to be exhaustive but to serve as a reference for managers in